Do you work with someone who has a “bad” attitude?
What we observe as a “bad attitude” is a RESULT of a fairly complex cognitive process. Attitudes about work such as “I don’t care about the CX score,” stem from an individual’s beliefs. “Asking one stupid question to customers does not really measure their true experience with our company,” might be an example of a belief that leads to an attitude of not caring about a CX score.
Beliefs are built to support, validate, and align with an individual’s most important values. If someone has a very weak value for curiosity for example, s/he may not be naturally motivated to understand research or data. Theoretical thinking is exhausting to people who have a very weak value for curiosity.
To change an attitude, one must find a supporting strong value to reframe a new belief to create a new attitude. Each person must have a meaningful reason to him/her to believe in a new way which results in a new attitude.
According to the Science of Motivation®, humans around the world all share 16 basic needs. The sixteen basic needs are psycho-genetic in origin and are prioritized differently by each person. These 16 basic desires, according to psychological researcher, Professor Steven Reiss, create a total of 32 opposite values in human beings.
For the example above, we all desire curiosity, but we each have a certain amount of curiosity hard-wired into us that we seek to satisfy. Someone with a strong value for curiosity is probably very intellectual and values research and understanding data. As I mentioned earlier, someone with a low value for curiosity is more “hands on” and prefers doing something to theoretical thinking. Doing versus thinking are opposite values created by the need for curiosity. Different beliefs and attitudes flow from the individual’s natural value judgments.
What is motivating your attitudes? Would you believe a Reiss Motivation Profile® can tell you?
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